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The proven competitive intelligence #software for #SharePoint, Intelligence Plaza® See http://bit.ly/GIAplaza for more. Companies with world class CI software enjoy 18% higher ROI on intelligence. In GIA's 2013 Global Market Intelligence Survey we interviewed 1,200 business executives in 64 countries, and discovered that companies with world class CI software : 1. Reduce delays in decision making by 28% 2. Boost decision making efficiency by 25% 3. Find vital information readily available 1.4 times more often What else can you achieve with World Class CI Software? 1. You can serve 68% more clients 2. Increase accuracy or completeness of information by 30% 3. Boost sharing of information in your company by 60% Contact GIA for free advice on World Class CI Software. info(a)globalintelligence.com
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How can you develop your intelligence activities in the most efficient way, so decisions are never delayed? 45 % of companies say a lack of information delays decisions, according to the 2013 Global Market Intelligence Survey.
These slides are excerpts from the GIA Webinar: Essential Tips for Increasing Efficiency of Intelligence which showed participants:
- How to manage variables in your intelligence: scope, process, stakeholders, relevancy, priorities and culture
- How to disseminate and communicate intelligence finding in the best possible wayGIA Essential Tips for Increasing Efficiency of Intelligence
GIA Essential Tips for Increasing Efficiency of IntelligenceM-Brain (previously Global Intelligence Alliance)
Recommandé
How can you develop your intelligence activities in the most efficient way, so decisions are never delayed? 45 % of companies say a lack of information delays decisions, according to the 2013 Global Market Intelligence Survey.
These slides are excerpts from the GIA Webinar: Essential Tips for Increasing Efficiency of Intelligence which showed participants:
- How to manage variables in your intelligence: scope, process, stakeholders, relevancy, priorities and culture
- How to disseminate and communicate intelligence finding in the best possible wayGIA Essential Tips for Increasing Efficiency of Intelligence
GIA Essential Tips for Increasing Efficiency of IntelligenceM-Brain (previously Global Intelligence Alliance)
GIA Market Intelligence Trends 2020 - Survey Results
GIA Market Intelligence Trends 2020 - Survey Results M-Brain (previously Global Intelligence Alliance)
In the Business Perspectives for Emerging Markets 2012-2017 Report from GIA, 431 large and mid-sized companies reveal their true goals and intentions. This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
1. 70% say they want to gain a foothold for long term success
2. 51% say they were keen to gain global market share
3. 4 out of 10 have followed their customers to Emerging Markets
4. A third are looking for growth outside established markets with lackluster growth and profits
5. 1 out of 4 are keen to diversify their risks, as well as tap into short to medium term profits and growth
6. Only 17% said it was to lower supply costs
Many still favor BRIC countries as their top focus between 2012 and 2017, with similar emphasis on individual markets across 10 industries.
However, 91% admit to wanting to have done things differently in their Emerging Market strategies. The main regrets are not adapting more to local conditions, not entering sooner and not acquiring better market intelligence.
Over half say that information on Emerging Markets is not readily available in their organizations, with three out of four doubting the accuracy and completeness of the information that they do have.
Download the Business Perspectives for Emerging Markets 2012-2017 Report (Global Results) from GIA, to find out how companies say they will tackle Emerging Markets and what they see as the success factors and threats for their individual industries. The wide ranging Emerging Markets survey covered questions such as:
- How do you define Emerging Markets in your company?
- Which are the top Emerging Markets for your industry over the next five years?
- What key factors will determine whether foreign companies succeed in Emerging Markets?
- What are the biggest threats to succeeding in Emerging Markets?
- What are your company’s main reasons for investing in Emerging Markets?
- What share of your company’s global revenue do you expect to come from Emerging Markets?
- Which one aspect of your Emerging Markets strategy would you go back and change if you could?
Industries covered include: Manufacturing & Industrial; Telecommunication, Technology & Media; Professional & Business Services; Financial Services; Consumer & Retail; Pharmaceuticals & Healthcare; Energy, Resources & Environment; Automotive; Chemicals; Logistics & Transportation.Business Perspectives on Emerging Markets 2012-2017
Business Perspectives on Emerging Markets 2012-2017 M-Brain (previously Global Intelligence Alliance)
India is a complex market due to the regional diversity, rural-urban divide, presence of a large unorganized market, and multiple legal and administrative systems. Companies that have understood the nuances of handling India’s complex business environment have been successful. This white paper seeks to help illustrate some of these nuances, and offer some possible solutions to overcoming the inherent MI challenges in India. This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
Best Practices in Market Intelligence for India by GIA
Best Practices in Market Intelligence for India by GIAM-Brain (previously Global Intelligence Alliance)
Asia-Pacific holds a wealth of opportunities for different industries - from outsourcing production to take advantage of lower costs, to reaching out to new target customers. However, diversity at both regional and local level poses a significant challenge to navigating the markets, and to defining a successful growth strategy. When assessing market opportunities or planning strategies for Asia Pacific, reliable market intelligence must be brought into play to ensure this diversity is taken into account. Business strategies must be tailored to each sector and country according to local market characteristics.
This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
Best Practices in Market Intelligence for Asia Pacific
Best Practices in Market Intelligence for Asia PacificM-Brain (previously Global Intelligence Alliance)
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In the Business Perspectives for Emerging Markets 2012-2017 Report from GIA, 431 large and mid-sized companies reveal their true goals and intentions. This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
1. 70% say they want to gain a foothold for long term success
2. 51% say they were keen to gain global market share
3. 4 out of 10 have followed their customers to Emerging Markets
4. A third are looking for growth outside established markets with lackluster growth and profits
5. 1 out of 4 are keen to diversify their risks, as well as tap into short to medium term profits and growth
6. Only 17% said it was to lower supply costs
Many still favor BRIC countries as their top focus between 2012 and 2017, with similar emphasis on individual markets across 10 industries.
However, 91% admit to wanting to have done things differently in their Emerging Market strategies. The main regrets are not adapting more to local conditions, not entering sooner and not acquiring better market intelligence.
Over half say that information on Emerging Markets is not readily available in their organizations, with three out of four doubting the accuracy and completeness of the information that they do have.
Download the Business Perspectives for Emerging Markets 2012-2017 Report (Global Results) from GIA, to find out how companies say they will tackle Emerging Markets and what they see as the success factors and threats for their individual industries. The wide ranging Emerging Markets survey covered questions such as:
- How do you define Emerging Markets in your company?
- Which are the top Emerging Markets for your industry over the next five years?
- What key factors will determine whether foreign companies succeed in Emerging Markets?
- What are the biggest threats to succeeding in Emerging Markets?
- What are your company’s main reasons for investing in Emerging Markets?
- What share of your company’s global revenue do you expect to come from Emerging Markets?
- Which one aspect of your Emerging Markets strategy would you go back and change if you could?
Industries covered include: Manufacturing & Industrial; Telecommunication, Technology & Media; Professional & Business Services; Financial Services; Consumer & Retail; Pharmaceuticals & Healthcare; Energy, Resources & Environment; Automotive; Chemicals; Logistics & Transportation.Business Perspectives on Emerging Markets 2012-2017
Business Perspectives on Emerging Markets 2012-2017 M-Brain (previously Global Intelligence Alliance)
India is a complex market due to the regional diversity, rural-urban divide, presence of a large unorganized market, and multiple legal and administrative systems. Companies that have understood the nuances of handling India’s complex business environment have been successful. This white paper seeks to help illustrate some of these nuances, and offer some possible solutions to overcoming the inherent MI challenges in India. This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
Best Practices in Market Intelligence for India by GIA
Best Practices in Market Intelligence for India by GIAM-Brain (previously Global Intelligence Alliance)
Asia-Pacific holds a wealth of opportunities for different industries - from outsourcing production to take advantage of lower costs, to reaching out to new target customers. However, diversity at both regional and local level poses a significant challenge to navigating the markets, and to defining a successful growth strategy. When assessing market opportunities or planning strategies for Asia Pacific, reliable market intelligence must be brought into play to ensure this diversity is taken into account. Business strategies must be tailored to each sector and country according to local market characteristics.
This presentation shows selected slides from a GIA white paper. To download the entire white paper that you are interested in, please visit http://bit.ly/GIAinsightWP
Best Practices in Market Intelligence for Asia Pacific
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